Mortgage Women Magazine

24 January/February 2017 they are accomplishing the expectations of the job if we don’t? Feedback is an ongoing process, but it takes practice and it takes commitment. A few years ago, Harvard Business Review published an article entitled “Fear of Feedback.” It noted that “nobody liked performance reviews and that most subordinates are terrified that they will hear nothing but criticism.” Wow! Have we missed the mark in our roles as leaders if that is a true statement. The psychological terror seems like it could be well avoided if we could help our associates overcome the “fear” of feedback and truly understand that yes, feedback can really be a gift (like the pot at the end of the rainbow type of gift).

So, what can we do? Well, logic dictates that we must first be okay with receiving feedback ourselves. If our first reaction is fear or a defensive position, we will have a very hard time conveying a different approach to our associates. So, RELAX! We are human, and certainly imperfect ones at that – so, I (we) should know mistakes will happen and allow ourselves the opportunity to be coached through them. We certainly can’t be in denial that this mistake didn’t happen – it serves no good purpose at all. As feedback is designed to validate and or sometimes change some type of pattern, whether it is a negative pattern ( associate not hitting quota), or positive (Sally is a major team cheerleader, how do you get her to spread her wings and share that spirit in the whole department or beyond?). So, where do you begin?

First, feedback should be delivered often and consistently. Waiting all year until an annual review to deliver levels of improvement is not only detrimental to the associate, but chances are there has been some type of operational cost tied with it! So, how much feedback is too much?

Glad you asked! There really is no set parameter.

Find a comfortable pace with your associates.

Set up regular 1:1’s. Whether that’s daily, weekly,
or monthly will depend on what role they may be
filling for your company. Keep the messaging the
same regardless of the frequency and for good-
ness sake keep these sessions “impersonal!”
Regardless of the casual nature of the personal
connection that may develop with your associ-
ates, these specific forums/feedback sessions
should be strictly business. The focus should be
on particular behaviors and as specific as pos-
sible. Keep things goal oriented, especially in the
case of negative feedback. Bridging the con-
versation back to commitments or goals allows
the recipient to take ownership and work toward
improvement. Simply conveying a “you didn’t hit
your closed loan pull through this month” doesn’t
set your associate up for how they can correct or
be working to correct the behavior before your
next feedback session. The feedback should be
pointed to specific items that are in their control.
Noting that the whole company missed a funding
goal doesn’t help take the pressure off of correct-
ing their contribution.

Last, please make sure that your associates do in fact get what you are saying. Delivering feedback is fantastic, but if your associate walks away with no actual comprehension of what the issue is or goals to correct it, you have wasted your time.